www.epm.bc.ca june 2005 coral trisko, pmp enterprise project management ltd. project management... a...
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June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
Project Management . . .
a step in the right direction!
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHAT IS PROJECT MANAGEMENT?
The application of knowledge, skills, and tools &
techniques project activities.
The Goals:
Select the “right” projects!!Deliver projects on time and on budget!
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHAT IS A PROJECT? PMBOK definition “A temporary endeavour undertaken to
create a unique product or service” PMBOK 2004
Specific work assignment outside the routine operations Has a beginning and an end Has established goals, objectives and deliverables Has defined constraints:
scope quality time cost
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHY DO PROJECTS FAIL?
Project should not have been started! No business case Pet project
Scope Definition Unclear
conflicting goals among stakeholders proper scope identification not carried out unrealistic in the first place
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHY DO PROJECTS FAIL?
Planning Planning phase of the project skipped all together
or a cursory job completed! This spells disaster!!
“ we don’t have time to do it right in the first place but we have time to do it over again!!!”
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
THE BUSINESS CHALLENGE
The urgent is completed, at the expense of the important!
Inflation of projects Unstructured
determination of priorities
Insufficient capacity Need for co-
ordination with external support
Staff assigned to multiple projects
Low success rate
Inflation of projects Unstructured
determination of priorities
Insufficient capacity Need for co-
ordination with external support
Staff assigned to multiple projects
Low success rate
The expanding economical competition (e.g. globalization), demands continuous change, and consequently an increasing need for resources
The expanding economical competition (e.g. globalization), demands continuous change, and consequently an increasing need for resources
• Accumulated break-down
• Lower quality• Poor delivery
• Accumulated break-down
• Lower quality• Poor delivery
A multitude of measures are used
Cross-organizational projects are started
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
SENIOR EXECUTIVE QUOTES
“Why define the scope? Everyone knows what this project is about.”
“Planning is a waste of time.Cross the bridge when you come to it.”
“Assign responsibilities?A competent team member should know what he/she has to do.”
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
COST OF POOR PROJECT MANAGEMENT
Organizations continue to underestimate the amount of planning, cost, time and pain required to deliver their complex projects.
Survey data:Gordon 1999:IT Projects in 100 Companies37% completed on time42% completed on budget
The Standish Group 2000:
Less than 16% of all IT projects are completed on-time and on-budget31% were cancelled before completion53% were more than 90% over budget
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
The chart depicts 30,000 application projects in large, medium and small cross-industry U.S. companies tested by The Standish Group since 1994.
Source: Feb/ Mar 01 Software magazine
COST OF POOR PROJECT MANAGEMENT
16
27
26
28
31
40
28
23
53
33
46
49
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
Succeeded Failed Challenged Succeeded:Projects completed on time, and on budget with all features and functions.
Failed:Cancelled projects.
Challenged:Describes projects deliveredover budget, late and with fewer features and functions.
Project Performance 1994-2000
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
CRITICAL SUCCESS FACTOR
PM is recognized as critical success a company’s competitiveness
Gartner, 2002
70% of successful projects will have certified PMs
90% of failed projects have been managed by non-certified PMs
PMs with credentials are transferable cross organizations
The Standish Group, 2000Identification of 10 project success factors:
1. User Involvement2. Executive Management Support3. Clear Statement of Requirements4. Proper Planning5. Realistic Expectations6. Smaller Project Milestones 7. Competent Staff 8. Ownership 9. Clear Vision & Objectives 10. Hard-Working, Focused Staff
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
ROLE OF PROJECT MANAGEMENT
BPPM BenefitsRealization
“I knowwhat Iwant toachieve”
“I know what Imust do to getthere”
“I can see itworking”
“I can feel &measure thebenefits”
Initiation Planning Execution& Control
Closure
Mobilisation Implementation
Operations
Project life cycle Product life cyclePre-project phase
Vision
Strategic
PlanningProject Management
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHY PROJECT MANAGEMENT ?
Disciplined project management provides: Focal point for effective communications,
coordination and control A plan to assess progress Emphasis on time and cost performance
Project management provides the framework for methods, processes, monitoring and change control.
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
STRATEGIC BENEFITS
Profit
Timely management information –No
Surprises!
Control over budgets and delivery
Competitive advantage
Effectiveness & Innovation
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
STRATEGIC BENEFITS Cont’d . . .
Improve organizational effectiveness Focus on people and processes Improves performance and profitability Support continuous improvement
through learning
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
BENEFITS OF PM PROCESSES
Lower Risk
Increase Control
Contain Cost
Improve services & products
Document, improve, & repeat for future projects
Risk Management
Planning & Tracking
Change Management
Quality Control
PM Framework
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
VISION
First you have to believe in the vision in order for others to believe it!
Commit to the results the project must achieve Find ways around obstacles Have high expectations – others will follow
“We live in a world of possibilities …when we believe it, we’ll see it.”
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
FOCUS ON THE FRONT-END
Choose projects that are aligned with corporate strategy
See the project in terms of its linkages to business areas
Clearly define the project and its objectives
Optimize project objectives to realize bottom line benefits
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHAT WILL IT TAKE?
Leadership from the top is required! Consistent terminology and processes Accept up-front planning costs to realize down
stream project and long-term corporate benefits
“You can’t make project management work in an
organization in which nobody believes in project management”
(James P. Lewis)
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
WHAT WILL IT TAKE? cont’d
Requires commitment Is a long-term investment Transforms an organization
June 2005
Coral Trisko, PMPEnterprise Project Management Ltd. www.epm.bc.ca
QUESTIONS
Inquires:
Web page: www.epm.bc.ca
Telephone: (250) 245-8319